Alaska Strategic Partners Council -...

State of AlaskaOFFICE OF INFORMATION TECHNOLOGY

Alaska Strategic Partners Council

March 8, 2018

AgendaWelcome – Bill VajdaDeputy CIO – Dan DeBartoloCTO PresentationsEngaging with OIT – Ben ShierEnterprise Agreements – Jason SozaEnterprise Licensing – Ryan Colgan

March 8, 2018


Chief Information Officer

Bill VajdaChief Information Officer

OIT, State of Alaska


SOA - Competitive market• Welcome – Dan DeBartolo, DCIO

• “Gen 2”• Started January 2018• Previous SOA Employee

– Administrative Services Director, Revenue• Expertise in SOA Operations• Can-Do, Git-Er-Done!!• Introduction – Dan!




SOA - Competitive market• Structural Factors• Relatively Few Firms – Relatively non-diverse• Slow Growth/Decline• High-Fixed Costs• Lack of Differentiation• Boom/Bust• High-stakes – High Exit Barriers




Economic Considerations• Incumbent Economies of Scale• SOA experience and past performance• Start-up requirements and costs• Cost to SOA to switch• Access to distribution networks• Other disadvantages• Knowledge of SOA policies and regulations• SOA Buyer Power and Partner Supplier Power




Quick Update – Partner Comments• We Heard You• Past Performance System under review and enhancement• “Vendor Lock-In” concerns• Anti-Competitive Practice concerns• Predatory Behavior concerns• Dubious Behavior concerns

• i.e. High-Pressure Sales Tactics

• Ethics• Important reforms are underway – more to come




OIT Leadership Credo• We are here to drive transformational change • We look to the future • We make strategy • We are a confident operational team that leans forward • We fail fast• All or nothing




Chief Information Security Officer (CISO)

Shannon LawsonChief Information Security Officer



Build team- Org chart- Done• Build team- Hiring actions- In progress• Review SOA security policies- In progressConduct security architecture review- DoneComplete McAfee contract- Done1st Governor’s Cybersecurity Report- Done

FIRST 100 DAYS


►Develop Cybersecurity Operations Center capabilities:►Endpoint protection/ detection/ response►State-wide risk picture (vulnerability assessments)►SIEM & log management►Device visibility►Network visibility►Recursive DNS►Enterprise reverse proxy►Web gateway/ forward proxy►Email security

IOC GOALS


►Multifactor authentication across the State►Application security►Mobile device management►Account provisioning/ password vault►SSO►Remote access

FIRST YEAR CAPACITY GOALS


Telecom/Network

Chris WhiteCTO – Telecom



First 100 daysAssess the telecommunications organization

Develop initial operating postureStaff skills assessmentDevelop service streamlining/consolidation

opportunitiesDevelop an investment plan for team members

Chris WhiteCTO – Telecom



WAN Network

LAN Network

Network innovations

SATS

ALMR

Telecom organization chart


Key initiatives

• WAN Refresh• Moving of ALMR

• Telecom RFI• SATS Tower Co-location

• Integration of Department Telecom Services into OIT.


Datacenter Operations

Russell KunibeCTO – Datacenter Operations



Datacenter Organization Cart


• Maintaining Service Level while incurring the work of combining operations

• Overcoming operational inertia• Changing operational administrative models developed

around Departmental boundaries• Loss of “tribal knowledge” as staff move to ne roles• Prioritization of OIT rationalization tasks against “line of

business” task

CHALLENGES MOVING FROM A DEPARTMENT APPROACH TO AN ENTERPRISE APPROACH


Initial ProjectsPriority Projects• Directory Services Strategy• Common Windows Virtualization HypervisorOther Projects• Common functional backup solution• Common documentation repository• Standardized Configuration Management and Patch

Management

Russell KunibeCTO – Datacenter Operations



• Begin compiling a list of infrastructure rationalization projects along with evaluation criteria.

• Formulate a plan for migrations and test systems and assumptions to ensure that performance metrics will be met.

• Execute projects based on our operational capacity and the priority of the project.

APPROACH TO INFRASTRUCTURE RATIONALIZATION


• Age and support costs of the systems we are migrating from• Capacity of the systems that we are migrating to• Number of Current Administrator (depth of coverage)• Compliance Requirements• Administrative model or separation of duties configured on the new platform• Bandwidth availability and costs• Return on the investment in terms of ongoing reduced maintenance efforts

and costs savings from reduced cost of maintenance for software and hardware.

• Date when maintenance cost for software and hardware are due.• Alignment with the overall OIT architectural road map.

SOME FACTORS TO PRIORITIZE RATIONALIZATION PROJECT


Customer ServiceChris Hamilton

CTO – Customer ServiceOIT, State of Alaska


Current focus: Service Desk• Consolidate department technology support teams• Values-based vision sharing / team building

CUSTOMER SERVICE


Values:• Honesty• Excellence• Teamwork

CUSTOMER SERVICE


CUSTOMER SERVICE


Future Focus:• Enterprise Service Desk• Enterprise Endpoint management• Enterprise Call Center

CUSTOMER SERVICE


Policy, Portfolio, Planning

Ryan Colgan CTO – P3



P3 – Policy, Portfolio, PlanningRyan Mitchell-Colgan, CTO• Lifelong Alaskan• Prefers adventure; drawn to challenge• Organizational leadership experience

- Deputy Commissioner of DOA- President and C-level positions for ~30 person non-profit, 40+ project portfolio, etc.

• Interested in organizational design & behavior


What Did I Say Last Time (October)?1. OIT “nervous system”2. Responsibility scope includes:

a. architecture, innovation, portfolio, business intelligence, and governance.3. Supports CTOs and OIT as a whole.

Portfolio Management Office

Business Intelligence Competency Center

Architecture GovernanceInnovation

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Charter Innovation Center

Kick-off roadmap development

Baseline practice/resources. Charter PMO Interim portfolio

Onboard BA&IA Baseline Data development

Interim improvements

Entrench innovation in OIT culture and practice

First roadmap Renewal cycle

Full life-cycle capability Robust business intelligence drives decisions.

Comprehensive investment-based framework.


What Did I Focus On?1. OIT “nervous system”2. Responsibility scope includes:


Portfolio Management Office

Business Intelligence Competency Center

Architecture GovernanceInnovation

Shor

t-Te

rm

Focu

sLo

ng-T

erm

Fo

cus

Charter Innovation Center

Kick-off roadmap development

Baseline practice/resources. Charter PMO Interim portfolio

Onboard BA&IA Baseline Data development

Interim improvements

Entrench innovation in OIT culture and practice

First roadmap Renewal cycle

Full life-cycle capability Robust business intelligence drives decisions.

Comprehensive investment-based framework.


What Am I Focusing On Now (Through June)?1. OIT “nervous system”2. Responsibility scope includes:


SERVICE LEVEL COMMITMENTSGOVERNANCETEAM


IT Procurement

Jason Soza, CPPO, CPPBChief Procurement Officer

State of Alaska


Current Efforts

• Process Improvement in Procurement• Accelerated RFP Process

• Procurement Modernization Initiative• Policies, Regulations, and Statutes• Updates, corrections, and revisions.

• Dedicated IT Procurement Support

Benjamin ShierChief Staff & Budget Officer


Ryan ColganCTO, P3



On the Horizon

• IT / Procurement Innovation Lab• Contract Performance Measurement


SOA Enterprise Approach

• Contracts OIT facing• Align/rationalize timelines• Perform analysis to optimize relationships• Actively manage vendor relationships


• Partner Presentations: Case studies

THANK YOU FOR YOUR KIND PARTICIPATION AND SUPPORT!

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